Leadership and change management pdf

Because times change and organizations evolve, virtually all companies that wish to keep their doors open for a long time need to successfully undergo organizational change sooner or later.

Generally speaking, change management refers to switching up the way things are done at an organization. So how can you ensure your change management initiatives are successful? Here are five real-world case studies that should provide some insight into how strong companies pivot successfully. This, of course, was before smartphone mania swept the nation and the world. Fast forward toand while Nokia remained profitable, the writing was on the wall. It was only a matter of time before Nokia phones, as they currently existed, would remain relevant.

Because Apple beat Nokia to market with its iPhone, the latter company missed its opportunity to lead the smartphone revolution. Understanding this all too well — Nokia has reinvented itself time and again in its plus-year history — the Finland-based company hired a new CEO to take the reins.

Like it has done so many times over the years how else does a company founded in become the worldwide leader in mobile devices in the s? Currently, the company is building network and mapping technologies, among other initiatives. This caused Coca-Cola to reevaluate its offerings. Eventually, the company decided to concoct a new, sweeter soda.

They called it simply New Coke. Quickly, management decided to pull New Coke and replace it with the older, established formula. Lo and behold, Coca-Cola Classic was born, and Coke maintained its market dominance.

In fact, the beverage king sells more than brands to customers in over countries. In other words, Coca-Cola has consistently strived to diversify its product portfolio and expand into new markets. By and large, Coke has succeeded in these efforts. On the other hand, American car manufacturers like Ford and General Motors were crushing it. Understanding that something major had to be done in order to keep pace with their Western rivals, Taiichi Ohno, an engineer at Toyotaconvinced his managers to implement the just-in-time approach to manufacturing.

Instead of having to order and store an insane amount of heavy equipment and machinery, Ohno thought it made a whole lot more sense to receive supplies the moment they were ready to be used. While leading GE, Welch was charged with the task of making the conglomerate better by any means necessary.

With his gut telling him that his company was due for a complete overhaul, Welch decided to implement Six Sigma at GE in Since the mids, organizational change management and transformation have become permanent features of the business landscape.

Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays.

This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.

Our experience with organizational change management suggests that there are three major hurdles to overcome. A full 65 percent of respondents to the Katzenbach Center survey reported this as a problem.

The change initiatives they suffered through may have been poorly thought through, rolled out too fast, or put in place without sufficient preparation. Change initiatives also flounder, according to 48 percent of the respondents, because companies lack the skills to ensure that change can be sustained over time.

Leaders might set out eagerly to raise product quality, but when production schedules slow and the pipeline starts looking sparse, they lose heart. Lacking an effective way to deal with production line problems, they decide their targets were unrealistic, they blame the production technology, or they accuse their frontline people of not being up to the task. The third major obstacle is that transformation efforts are typically decided upon, planned, and implemented in the C-suite, with little input from those at lower levels.

This filters out information that could be helpful in designing the initiative while also limiting opportunities to get frontline ownership of the change. The following list of 10 guiding principles for change can help executives navigate the treacherous shoals of transformation in a systematic way.

Lead with the culture. Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support. Among respondents whose companies were unable to sustain change over time, a startling 76 percent reported that executives failed to take account of the existing culture when designing the transformation effort.

Or they get so focused on structural details—reporting lines, decision rights, and formal processes—that they forget that human beings with strong emotional connections to the culture will be enacting these changes. Instead of trying to change the culture itself, they draw emotional energy from it. They tap into the way people already think, behave, work, and feel to provide a boost to the change initiative. To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change.

In two healthcare companies undergoing a merger, culture led the post-deal integration. It quickly became clear that where one company had a culture attuned to bottom-line results, the other tended to focus on process.

Optimally, the new company would need to skillfully use processes to deliver clear results.To browse Academia.

Skip to main content. Log In Sign Up. Kamran Usmani. Number Topic Page No.

leadership and change management pdf

In the globe no one can clear it out what is leadership. Still it has no clear meaning. This is not easy topic to discuss. No one is sure how to become great leader. Basically there is no concurrent when it comes to leadership. Some may agree or not.

There are some definition on leadership which exist today. There are 4 levels of leadership. Use of skills, talent, knowledge at work. Help others. Influencing follower for more of commitment and motivation. Leadership and management work hand in hand. The difference between them is hazy.

Change Management and Leadership Development Have to Mesh

Managers fulfill organization needs. They fail to monitor their employees. Once decision taken then no one has right to challenge. Participative: - it is also known as democratic. Your team members and peers help you make decision but any how the final decision will be taken by participative leader. This type of leadership motivates your team members to take the decision. Transactional: - manager will give task to team members and provide rewards or punishment.

Transformational: - it depends on high level of communication from management to meet the goals of organization. Theories of Leadership. Previously, people changed their attention from one dimension to other. Earlier people used to judge leader by his personality. As years went, people focus was shifted from leader personality to behavior while task given to subordinates and communicating with them.

Trait theory: - Trait means attributes, quality, features of person. According to Stogdill, he reviewed more than studies and later he realized that leaders are superior, dependable to non-leaders such as knowledge, intelligence, humbleness.

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He did suggest the traits in born characteristics and skills competencies of successful leaders. Traits and skills of leaders. These are the traits are explained in this section.

5 ways to lead in an era of constant change - Jim Hemerling

They do not wrap it out or convert. They accepts mistakes.The responses indicated that the barriers they were experiencing are issues related to project change management.

We often hear that 60 to 70 percent of change initiatives fail to achieve their intended benefits or outcomes. Likely these percentages indicate failure to realize the full or complete objectives, but reports also indicate that sustaining lasting change is difficult to achieve and in today's business environment that is costly both in short-term expense and long-term viability for organizations.

Ninety-two percent of organizations that reported being effective at change management also reported moderate or high agility. Organizations with high agility are twice as likely to see increased success with new initiatives as compared to those reporting low agility. In summary, the research clearly shows that when organizational change management is effectively practiced by project and program managers, the successful execution of projects and programs, and thus the implementation of organizational strategy, is enhanced.

Change management is a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits. Several key words should be noted in this definition. PMI, There is a lot packed into this definition so let's break down each of the significant terms so that we can better understand what it means.

Managing change is not about managing schedules, project scope or simply avoiding resistance to change. Change is about the impact on people, culture, systems, and structures.

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Change is bringing about a new state that betters positions the organization for success in the future. Change is about moving from a current state to an envisioned or desired future state as shown in Figure 1. Projects and programs by their very nature cause change. When the change impact of a project is overlooked or minimized, the business often fails to realize the full benefit that was originally intended.

Therefore, it is important for project, program and portfolio managers to include adoption or implementation outcomes in planning and management as an integral component of their plans.

Leadership and Change Management.pdf

The principles and practice of project management are equally useful and valid no matter what the type of project. Therefore, all strategic change happens through programs and projects. As an example of a portfolio of programs and projects, consider Figure 2, which depicts a collection of programs and projects within a single portfolio. There are five business areas working on or impacted by different aspects of the portfolio over a four-year time period. The portfolio documents the current state shown in the lower left corner and the envisioned future state of the organization shown in the upper right corner as the result of the execution of the entire portfolio of programs and projects.

The outputs of the projects and programs move the organization forward with its strategy.Navigating the Turbulent Frontier by June Kaminski, MSN, Introduction "Change is no longer an irregular outing, an inconvenient upheaval to be undertaken once every ten years.

Change is something we have to learn to live with, to structure and to manage. Change is here to stay, and the winners will be the ones who cope with it.

The later decades of the twentieth century will go down in history as an "era of perpetual change. Behind it all the expectations of customers grow as they become ever more knowledgeable and demanding," Bainbridge,p. Traditional ways of doing business are quickly going out the window. Bureaucracy, control, rigidity and functionalism have become outmoded, and are actual obstacles to change management. Perhaps the biggest obstacle is people's attitude toward change, which are often fixed and resistant.

Yet, businesses must continue to function as new capabilities and ways of dealing with change after change are cultivated. Capabilities and resources are the heart of an organization, and are all susceptible to changes: the people, the information technology IT systems, the procedures and the management characteristics. Change within organizations occurs on a myriad of levels.

New international and national legislation, aware and discerning customers, the global marketplace, sophistication in IT development, new industries, markets and knowledge sectors, a move towards a flexible, short-term workforce and uncertainty about the future all impact on business and social organizations across the globe.

The combination of these widespread changes can create a pressure-cooker environment within organizations struggling to adapt and prosper. The Phenomenon of Change Lewin produced the first viable model of change in his force field model. In this model, change was characterized as a state of imbalance between driving forces and restraining forces.

leadership and change management pdf

If these forces were balanced or in equilibrium, no change could take place. Change is inherent in every context and is a relative concept.

That change exists is a predictable notion. Change is disruptive, messy, and complicated. Even with the best laid plans, events rarely occur exactly as they were predicted. Change has become widespread and unpredictable, but is still manageable Bainbridge, An inherent characteristic of change is that it is risky, especially when it encompasses many different sectors within an organization or society.Since the mids, organizational change management and transformation have become permanent features of the business landscape.

Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays.

This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale.

When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.

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Our experience with organizational change management suggests that there are three major hurdles to overcome. A full 65 percent of respondents to the Katzenbach Center survey reported this as a problem. The change initiatives they suffered through may have been poorly thought through, rolled out too fast, or put in place without sufficient preparation. Change initiatives also flounder, according to 48 percent of the respondents, because companies lack the skills to ensure that change can be sustained over time.

Leaders might set out eagerly to raise product quality, but when production schedules slow and the pipeline starts looking sparse, they lose heart. Lacking an effective way to deal with production line problems, they decide their targets were unrealistic, they blame the production technology, or they accuse their frontline people of not being up to the task.

The third major obstacle is that transformation efforts are typically decided upon, planned, and implemented in the C-suite, with little input from those at lower levels.

leadership and change management pdf

This filters out information that could be helpful in designing the initiative while also limiting opportunities to get frontline ownership of the change. The following list of 10 guiding principles for change can help executives navigate the treacherous shoals of transformation in a systematic way.

Lead with the culture. Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support. Among respondents whose companies were unable to sustain change over time, a startling 76 percent reported that executives failed to take account of the existing culture when designing the transformation effort. Or they get so focused on structural details—reporting lines, decision rights, and formal processes—that they forget that human beings with strong emotional connections to the culture will be enacting these changes.

Instead of trying to change the culture itself, they draw emotional energy from it. They tap into the way people already think, behave, work, and feel to provide a boost to the change initiative.

To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change. In two healthcare companies undergoing a merger, culture led the post-deal integration. It quickly became clear that where one company had a culture attuned to bottom-line results, the other tended to focus on process. Optimally, the new company would need to skillfully use processes to deliver clear results.

Start at the top. Rather, work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it. A clinical research firm was committed to tripling its size over the next decade to achieve a more competitive position.To browse Academia.

Skip to main content. Log In Sign Up. Phuchieu Do. Downloaded from www. For personal use only. Pemancarb, a production plant located in Peninsular Malaysia.

Please address all correspon- This is his first week on the job.

Leadership and Change Management.pdf

The previous plant manager, E-mail: nabiha usm. Adam was held to task for the non-achievement of the set targets. He was demoted and asked to head another small subsidiary a few months earlier. Before Danial was brought in, Pemancar was temporarily managed by managers brought in from Nova.

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Danial heard that Adam, the previous plant manager, who had been working at Pemancar for nearly twenty years, might probably be laid off later. He keeps thinking of the situation in Pemancar and the changes he is going to make to ensure that the production targets are met and the cost contained.

After walking through the factory floor, Danial took the stairs to the administrative office of Pemancar.

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Although it was nearly seven in the evening, there were still staff working at their desk. He needed to talk to the head of finance regarding the issues and problems faced in the factory. On his way to the office of the head of finance, he saw that one of the employees was filling in application forms to work in other companies. DOI: In fact, in his various conversations with the employees, some of them did mention that they had created resumes, surfed the websites to look for other job opportunities, or applied for continuing education to prepare for the eventuality of being out of a job at Pemancar.

He now needed to identify the issues and problems pertaining to the non-achievement of targets and the ways to keep the employees motivated and their morale high.

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Asian Case Res. Pemancar is an automotive part production company located in Peninsular Malaysia. The company was established in the late s and was owned by several state and federal government agencies.

Since the acquisition by KLCorp, the company has undergone a technical cooperative agreement with a Japanese company in This was to ensure that Pemancar is equipped with the latest technology and expertise of their production.

The marketing and distri- bution of the products was then carried out by the marketing and sales department in Pemancar.

Download: Leadership And Change Management Pdf.pdf

Figure 1 portrays the kind of organizational structure that used to exist at Pemancar while it was under KLCorp. Pemancar, under KLCorp was headed by a Plant Manager, who oversaw the whole operation of the plant and the support division. Pemancar — Organizational Structure before acquisition until December Under KLCorp, Pemancar is the largest plant in the northern part of Peninsular Malaysia, which produces various types of automotive parts.

Pemancar has grown and flourished over the years and its production volume has secured the company as one of the leading Asian Case Res. Its products are also exported to more than fifty countries, i. Pemancar has received recognition at both the national and international levels. Pemancar believes that excellence begins with each individual, which is the catalyst of what they are doing. With the above mission in mind, Pemancar is committed to reach a world-class operation through their corporate philosophies and values.

The corporate values that S Under KLCorp and the leadership of Mr. Adam, the sense of responsibility and ownership or empowerment within most of the organizational members was lacking. They need to be instructed and pushed before they started to act on arising issues.


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